problem seeking
(noun)
The process of clarifying, understanding, and restating the problem.
Examples of problem seeking in the following topics:
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Types of Decisions
- Three approaches to decision making are avoiding, problem solving and problem seeking.
- Accordingly, three decision-making processes are known as avoiding, problem solving, and problem seeking.
- On occasion, the process of problem solving brings the focus or scope of the problem itself into question.
- We can regard this activity as problem seeking because decision makers must return to the starting point and respecify the issue or problem they want to address.
- Differentiate between the three primary decision-making approaches: avoiding, problem solving, and problem seeking
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Key Behaviors of Transactional Leaders
- The role of a transactional leader is primarily passive, in that it sets policy and assessment criteria and then intervenes only in the event of performance problems or needs for exceptions.
- Transactional leaders seek to maintain compliance within existing goals and expectations and the current organizational culture.
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Leadership and Decision Making: The Vroom-Yetton-Jago Model
- CI – Consultative Type 1: The leader seeks input from select followers individually based on their relevant knowledge.
- CII – Consultative Type 2: Similar to CI, except the leader shares the problem with relevant followers as a group and seeks their ideas and suggestions.
- GII – Group-based Type 2: The entire group works through the problem with the leader.
- Is the problem structured?
- Do my subordinates share the organizational goals to be met by solving this problem?
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Transactional Versus Transformational Leaders
- A transformational approach focuses on individual strengths and weaknesses of employees and on enhancing their capabilities and their commitment to organizational goals, often by seeking their buy-in for decisions.
- Transactional leadership reacts to problems as they arise, whereas transformational leadership is more likely to address issues before they become problematic.
- Transactional leaders appeal to the self-interest of employees who seek out rewards for themselves, in contrast to transformational leaders, who appeal to group interests and notions of organizational success.
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Decision-Making Styles
- Autocratic: The group leader solves the problem using the information he possesses.
- He does not consult with anyone else or seek information in any form.
- Information seeking: When a leader does not possess sufficient information to make an effective decision, she needs to obtain it from others.
- She may simply ask for the input she needs without telling the others what the problem is.
- People who trust information that is concrete and present will seek out facts and knowledge from others, while those who rely on intuition and instinct may be more likely to make decisions without much participation from others.
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Internal and External Control
- Feedback helps an organization seeking to improve its performance make the necessary adjustments.
- A set of processes are implemented to monitor project execution to discover and solve problems or potential problems in a timely manner.
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Management versus Leadership
- Managerial work tends to be more transactional, emphasizing processes, coordination, and motivation, while leadership has an emotional appeal, is based on relationships with followers, and seeks to transform.
- Basically, managers are results-oriented problem-solvers with responsibility for day-to-day functions who focus on the immediate, shorter-term needs of an organization.
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Introduction to Entrepreneurship
- Entrepreneurs are innovators, willing to take risks and generate new ideas to create unique and potentially profitable solutions to modern-day problems.
- Many high-value entrepreneurial ventures seek venture capital or angel funding (seed money) to raise capital for building the business.
- Corporations have become aware of the potential advantages of internal entrepreneurial activity and often have innovation specialists in their organizations to develop creative solutions for complex problems.
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Problems with the Rational Decision-Making Model
- Rather than always seeking to optimize benefits while minimizing costs, people are often willing to choose an acceptable option rather than the optimal one.
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Non-Rational Decision Making
- Thus, a satisficer seeks a satisfactory solution rather than an optimal one.
- He argues that simple heuristics—experience-based techniques for problem-solving—can lead to better decision outcomes than more thorough, theoretically optimal processes that consider vast amounts of information.